Employee Motivation

Employee Motivation: A Powerful New ModelGetting people to do their best work, even in trying circumstance s, is one of managers’ most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some o f history’s most influential thinkers about human behavior—among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow—have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.Such lumi naries, however, didn’t have the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine trying to infer how a car works by examining its movements (starting, stopping, accelerating, turning) without being able to take apart the engine.Fortunately, new cross-disciplinary research in fields like neuroscience, biology, and evolutionary psychology has allowed us to peek under the hood, so to speak—to learn more about the human brain. Our synthesis of the research suggests that people are guided by four basic emotional needs, or drives, that are the product of our common evolutionary heritage. As set out by Paul R. Lawrence and Nitin Nohria in their 2002 book Driven: How Human Nature Shapes Our Choices, they are the drives to acquire (obtain scarce goods, including intangibles such as social status); bond (form connections with individuals and groups); comprehend (satisfy our curiosity and master the world around us); and defend (protect against external threats and promote justice). These drives underlie everything we do.Managers attempting to boost motivation should take note. It’s hard to argue with the accepted wisdom—backed by empirical evidence—that a motivated workforce means better corporate performance. But what actions, precisely, can managers take to satisfy the four drives and, thereby, increase their employees’ overall motivation?We recently completed two major studies aimed at answering that question. In one, we surveyed 385 employees of two global businesses—a financial services giant and a leading IT services firm. In the other, we surveyed employees from 300 Fortune 500 companies. To define overall motivation, we focused on four commonly measured workplace indicators of it: engagement, satisfaction, commitment, and intention to quit. Engagement represents the energy, effort, and initiative employees bring to their jobs. Satisfaction reflects the extent to which they feel that the company meets their expectations at work and satisfies its implicit and explicit contracts with them. Commitment captures the extent to which employees engage in corporate citizenship. Intention to quit is the best proxy for employee turnover.Both studies showed, strikingly, that an organization’s ability to meet the four fundamental drives explains, on average, about 60% of employees’ variance on motivational indicators (previous models have explained about 30%). We also found that certain drives influence some motivational indicators more than others. Fulfilling the drive to bond has the greatest effect on employee commitment, for example, whereas meeting the drive to comprehend is most closely linked with employee engagement. But a company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts; a poor showing on one drive substantially diminishes the impact of high scores on the other three.When it comes to practical implications for managers, the consequences of neglecting any particular drive are clear. Bob Nardelli’s lackluster performance at Home Depot, for instance, canbe explained in part by his relentless focus on the drive to acquire at the expense of other drives. By emphasizing individual and store performance, he squelched the spirit of camaraderie among employees (their drive to bond) and their dedication to technical expertise (a manifestation of the need to comprehend and do meaningful work). He also created, as widely reported, a hostile environment that interfered with the drive to defend: Employees no longer felt they were being treated justly. When Nardelli left the company, Home Depot’s stock price was essentially no better than when he had arrived si x years earlier. Meanwhile Lowe’s, a direct competitor, gained ground by taking a holistic approach to satisfying employees’ emotional needs through its reward system, culture, management systems, and design of jobs.An organization as a whole clearly has to attend to the four fundamental emotional drives, but so must individual managers. They may be restricted by organizational norms, but employees are clever enough to know that their immediate superiors have some wiggle room. In fact, our research shows that individual managers influence overall motivation as much as any organizational policy does. In this article we’ll look more closely at the drivers of employee motivation, the levers managers can pull to address them, and the “local” strategies that can boost motivation despite organizational constraints.The Four Drives That Underlie MotivationBecause the four drives are hardwired into our brains, the degree to which they are satisfied directly affects our emotions and, by extension, our behavior. Let’s look at how each one operates.1. The drive to acquire.We are all driven to acquire scarce goods that bolster our sense of well-being. We experience delight when this drive is fulfilled, discontentment when it is thwarted. This phenomenon applies not only to physical goods like food, clothing, housing, and money, but also to experiences like travel and entertainment—not to mention events that improve social status, such as being promoted and getting a corner office or a place on the corporate board. The drive to acquire tends to be relative (we always compare what we have with what others possess) and insatiable (we always want more). That explains why people always care not just about their own compensation packages but about others’ as well. It also ill uminates why salary caps are hard to impose.2. The drive to bond.Many animals bond with their parents, kinship group, or tribe, but only humans extend that connection to larger collectives such as organizations, associations, and nations. The drive to bond, when met, is associated with strong positive emotions like love and caring and, when not, with negative ones like loneliness and anomie. At work, the drive to bond accounts for the enormous boost in motivation when employees feel proud of belonging to the organization and for their loss of morale when the institution betrays them. It also explains why employees find it hard to break out of divisional or functional silos: People become attached to their closest cohorts. But it’s true that the ability to form attachments to larger collectives sometimes leads employees to care more about the organization than about their local group within it.3. The drive to comprehend.We want very much to make sense of the world around us, to produce theories and accounts—scientific, religious, and cultural—that make events comprehensible and suggest reasonable actions and responses. We are frustrated when things seem senseless, and we are invigorated, typically, by the challenge of working out answers. In the workplace, the drive to comprehend accounts for the desire to make a meaningful contribution. Employees are motivatedby jobs that challenge them and enable them to grow and learn, and they are demoralized by those that seem to be monotonous or to lead to a dead end. Talented employees who feel trapped often leave their companies to find new challenges elsewhere.4. The drive to defend.We all naturally defend ourselves, our property and accomplishments, our family and friends, and our ideas and beliefs against external threats. This drive is rooted in the basic fight-or-flight response common to most animals. In humans, it manifests itself not just as aggressive or defensive behavior, but also as a quest to create institutions that promote justice, that have clear goals and intentions, and that allow people to express their ideas and opinions. Fulfilling the drive to defend leads to feelings of security and confidence; not fulfilling it produces strong negative emotions like fear and resentment. The drive to defend tel ls us a lot about people’s resistance to change; it’s one reason employees can be devastated by the prospect of a merger or acquisition—an especially significant change—even if the deal represents the only hope for an organization’s survival. So, for example, one day you might be told you’re a high performer and indispensable to the company’s success, and the next that you may be let go owing to a restructuring—a direct challenge, in its capriciousness, to your drive to defend. Little wonder that headhunters so frequently target employees during such transitions, when they know that people feel vulnerable and at the mercy of managers who seem to be making arbitrary personnel decisions.Each of the four drives we have described is independent; they cannot be ordered hierarchically or substituted one for another. You can’t just pay your employees a lot and hope they’ll feel enthusiastic about their work in an organization where bonding is not fostered, or work seems meaningless, or people feel defenseless. Nor is it enough to help people bond as a tight-knit team when they are underpaid or toiling away at deathly boring jobs. You can certainly get people to work under such circumstances—they may need the money or have no other current prospects—but you won’t get the most out of them, and you risk losing them altogether when a better deal comes along. To fully motivate your employees, you must address all four drives.The Organizational Levers of MotivationAlthough fulfilling all four of employees’ basic emotiona l drives is essential for any company, our research suggests that each drive is best met by a distinct organizational lever.How to Fulfill the Drives That Motivate EmployeesFor each of the four emotional drives that employees need to fulfill, companies have a primary organizational lever to use. This table matches each drive with its corresponding lever and lists specific actions your company can take to make the most of the tools at its disposal.The reward system.The drive to acquire is most easily satisfied by an or ganization’s reward system—how effectively it discriminates between good and poor performers, ties rewards to performance, and gives the best people opportunities for advancement. When the Royal Bank of Scotland acquired NatWest, it inherited a company in which the reward system was dominated by politics, status, and employee tenure. RBS introduced a new system that held managers responsible for specific goals and rewarded good performance over average performance. Former NatWest employees embraced their new company—to an unusual extent in the aftermath of an acquisition—in part because the reward system was tough but recognized individual achievement.Sonoco, a manufacturer of packaging for industrial and consumer goods, transformed itself in part by making a concerted effort to better meet the drive to acquire—that is, by establishing very clear links between performance and rewards. Historically, the company had set high business-performance targets, but incentives had done little to reward the achievement of them. In 1995, under Cynthia Hartley, then the new vice president of human resources, Sonoco instituted a pay-for-performance system, based on individual and group metrics. Employee satisfaction and engagement improved, according to results from a regularly administered internal survey. In 2005, Hewitt Associates named Sonoco one of the top 20 talent-management organizations in the United States. It was one of the few midcap companies on the list, which also included big players like 3M, GE, Johnson & Johnson, Dell, and IBM.Culture.The most effective way to fulfill the drive to bond—to engender a strong sense of camaraderie—is to create a culture that promotes teamwork, collaboration, openness, and friendship. RBS broke through NatWest’s silo mentality by bringing together people from the two firms to work on well-defined cost-savings and revenue-growth projects. A departure for bothcompanies, the new structure encouraged people to break old attachments and form new bonds. To set a good example, the executive committee (comprising both RBS and ex-NatWest executives) meets every Monday morning to discuss and resolve any outstanding issues—cutting through the bureaucratic and political processes that can slow decision making at the top.Another business with an exemplary culture is the Wegmans supermarket chain, which has appeared for a decade on Fortune’s list of “100 Best Companies to Work For.” The family that owns the business makes a point of setting a familial tone for the companywide culture. Employees routinely report that management cares about them and that they care about one another, evidence of a sense of teamwork and belonging.Job design.The drive to comprehend is best addressed by designing jobs that are meaningful, interesting, and challenging. For instance, although RBS took a hard-nosed attitude toward expenses during its integration of NatWest, it nonetheless invested heavily in a state-of-the-art business school facility, adjacent to its corporate campus, to which employees had access. This move not only advanced the company’s success in fulfilling the drive to bond, but also challenged employees to think more broadly about how they could contribute to making a difference for coworkers, customers, and investors.Cirque du Soleil, too, is committed to making jobs challenging and fulfilling. Despite grueling rehearsal and performance schedules, it attracts and retains performers by accommodating their creativity and pushing them to perfect their craft. Its employees also get to say a lot about how performances are staged, and they are allowed to move from show to show to learn new skills. In addition, they get constant collegial exposure to the world’s top artists in the field.Performance-management and resource-allocation processes.Fair, trustworthy, and transparent processes for performance management and resource allocation help to meet people’s drive to defend. RBS, for instance, has worked hard to make its decision processes very clear. Employees may disagree with a particular outcome, such as the nixing of a pet project, but they are able to understand the rationale behind the decision. New technology endeavors at RBS are reviewed by cross-business unit teams that make decisions using clear criteria, such as the impact on company financial performance. In surveys, employees report that the process is fair and that funding criteria are transparent. Although RBS is a demanding organization, employees also see it as a just one.Aflac, another perennial favorite on Fortune’s “100 Best Companies to Work For,” exemplifies how to match organizational levers with emotional drives on multiple fronts. (For concrete ways your company can use its motivational levers, see the exhibit “How to Fulfill the Drives That Motivate Employees.”) Stellar indiv idual performance is recognized and rewarded in highly visible ways at Aflac, thereby targeting people’s drive to acquire. Culture-building efforts, such as Employee Appreciation Week, are clearly aimed at creating a sense of bonding. The company meets the drive to comprehend by investing significantly in training and development. Sales agents don’t just sell; they have opportunities to develop new skills through managing, recruiting, and designing curricula for training new agents. As for the drive to defend, the company takes action to improve employees’ quality of life. Beyond training and scholarships, it offers benefits, such as on-site child care, that enhance work/life balance. It also fosters trust through a no-layoff policy. The company’s stated phi losophy is to be employee-centric—to takecare of its people first. In turn, the firm believes that employees will take care of customers.The company examples we chose for this article illustrate how particular organizational levers influence overall moti vation, but Aflac’s is a model case of taking actions that, in concert, fulfill all four employee drives. Our data show that a comprehensive approach like this is best. When employees report even a slight enhancement in the fulfillment of any of the four drives, their overall motivation shows a corresponding improvement; however, major advances relative to other companies come from the aggregate effect on all four drives. This effect occurs not just because more drives are being met but because actions taken on several fronts seem to reinforce one another—the holistic approach is worth more than the sum of its constituent parts, even though working on each part adds something. Take a firm that ranks in the 50th percentile on employee motivation. When workers rate that company’s job design (the lever that most influences the drive to comprehend) on a scale of zero to five, a one-point increase yields a 5% raw improvement in motivation and a correspondingly modest jump from the 50th to the 56th percentile. But enhance performance on all four drives, and the yield is a 21% raw improvement in motivation and big jump to the 88th percentile. (The percentile gains are shown in the exhibit “How to Make Big Strides in Employee Motivation.”) That’s a major competitive a dvantage for a company in terms of employee satisfaction, engagement, commitment, and reluctance to quit.How to Make Big Strides in Employee MotivationThe secret to catapulting your company into a leading position in terms of employee motivation is to improve its effectiveness in fulfilling all four basic emotional drives, not just one. Take a firm that, relative to other firms, ranks in the 50th percentile on employee motivation. An improvement in job design alone (the lever that most influences the drive to comprehend) would move that company only up to the 56th percentile—but an improvement on all four drives would blast it up to the 88th percentile.The Role of the Direct ManagerOur research also revealed that organizations don’t have an absolute monopoly on employee motivation or on fulfilling people’s emotional drives. Employees’ perceptions of their immediate managers matter just as much. People recognize that a multitude of organizational factors, some outside their supervisor’s control, influence their motivation, but they are discriminating when it comes to evaluating that supervisor’s ability to keep them motivated. Employees in our st udyattributed as much importance to their boss’s meeting their four drives as to the organization’s policies. In other words, they recognized that a manager has some control over how company processes and policies are implemented. (See the exhibit “Direct Managers Matter, Too.”)Direct Managers Matter, TooAt the companies we surveyed whose employee motivation scores were in the top fifth, workers rated their managers’ ability to motivate them as highly, on average, as they rated the organization’s ability to fulfill their four dri ves. The same pattern was evident within the bottom fifth of companies, even though their average ratings on all five dimensions were, of course, much lower than those of companies in the top fifth.Employees don’t expect their supervisors to be able to substantially affect the company’s overall reward systems, culture, job design, or management systems. Yet managers do have some discretion within their spheres of influence; some hide behind ineffective systems, whereas others make the most of an imperfect model. Managers can, for example, link rewards and performance in areas such as praise, recognition, and choice assignments. They can also allocate a bonus pool in ways that distinguish between top and bottom performers. Similarly, even in a cutthroat culture that doesn’t promote camaraderie, a manager can take actions that encourage teamwork and make jobs more meaningful and interesting. Many supervisors are regarded well by their employees precisely because they foster a highly motivating local environment, even if the organization as a whole falls short. On the other hand, some managers create a toxic local climate within a highly motivated organization.Although employees look to different elements of their organization to satisfy different drives, they expect their managers to do their best to address all four within the constraints that the institution imposes. Our surveys showed that if employees detected that a manager was substantially worse than her peers in fulfilling even just one drive, they rated that manager poorly, even if the organization as a whole had significant limitations. Employees are indeed very fair about taking a big-picture view and seeing a manager in the context of a larger institution, but they do some pretty fine-grained evaluation beyond those organizational caveats. In short, they are realistic about what managers cannot do, but also about what managers should be able to do inmeeting all the basic needs of their subordinates.At the financial services firm we studied, for example, one manager outperformed his peers on fulfilling subordinates’ drives to acquire, bond, and comprehend. However,his subordinates indicated that his ability to meet their drive to defend was below the average of other managers in the company. Consequently, levels of work engagement and organizational commitment were lower in his group than in the company as a whole. Despite this manager’s superior ability to fulfill three of the four drives, his relative weakness on the one dimension damaged the overall motivational profile of his group.• • •Our model posits that employee motivation is influenced by a complex system of managerial and organizational factors. If we take as a given that a motivated workforce can boost company performance, then the insights into human behavior that our article has laid out will help companies and executives get the best out of employees by fulfilling their most fundamental needs.。

Chapter1Exam Questions1. The human resource management function (56)A. is concerned with ensuring that a firm's human resources have the land, capital, andequipment needed to perform their jobs effectively.B. helps an organization deal effectively with its people during the various phases of theemployment cycle--pre-selection, selection, and post-selection.C. is necessary only in those organizations where labor-management relations are strained.D. is irrelevant in an age of rapidly changing work processes.Answer: B2. The dominant activity in the pre-selection phase of the employment cycle isA. planning.B. performance management.C. selection.D. assessment.Answer: A3. Developing human resource practices for effectively managing people is most closely associatedwith which phase of the employment cycle? (38)A. pre-selectionB. selectionC. post-selectionD. management phaseAnswer: C4. Human resource planning has as its primary goal (39)A. gathering, analyzing, and documenting information about jobs.B. locating and attracting job applicants.C. helping managers anticipate and meet the changing need for human resources.D. measuring the adequacy of an employee's job performance.Answer: C5. The decision to use a personality inventory in the employee selection process would be madebased on (43)A. job analysis information.B. human resource planning information.C. performance appraisal information.D. recruitment information.Answer: A6. Which of the following is not among the external factors influencing human resourcemanagement?A. rapid advances in technologyB. a high rate of illiteracy among the work forceC. company policy regarding flexible work arrangementsD. emphasis on quality improvementAnswer: C7. Unions are most likely to influence company policies regarding (59)A. human resource planning, job analysis, and recruitment.B. discipline, promotions, and grievances.C. international human resource management.D. strategic planning and resource allocation.Answer: B8. Which of the following is not one of the issues that needs to be addressed when establishingoperations in other countries?A. setting performance standardsB. use of expatriatesC. cultural differencesD. compensationAnswer: A9. Which statement below best describes the relationship between line management and HRprofessionals? (58)A. HR professionals focus more on developing human resource programs, while line managersare more involved in implementing those programs.B. HR professionals are solely responsible for evaluating programs designed to manage humanresources.C. Line management requires the services of the HR professional only infrequently.D. Line management focuses more on developing human resource programs, while the HRprofessional is more involved in implementing programs.Answer: A10 Which of the following activities is most consistent with the HR professional’s role ofdeveloping/choosing HRM methods? (31)A. determining the order in which job applicants should complete selection measures.B. determining that a test of cognitive ability should be used as part of a selection process.C. determining that a personality test has been ineffective in screening job applicants.D. offering a manager instruction on how to appraise employee performance.Answer: B11. Which of the following activities is not part of the line manager's role in the HRM process? (32)A. interview job applicantsB. settle grievance issuesC. provide and communicate job performance ratingsD. develop an evaluation strategy for training programsAnswer: D12. A competitive advantage is defined in the text as (33)A. a demonstrated willingness to take on all competitors in the marketplace.B. hiring a workforce that has a high need for achievement.C. achieving a superior marketplace position relative to one’s competition.D. organizational self-confidence.Answer: C13. A cost leadership strategy for gaining competitive advantage can be produced by(34)A. reducing the cost of production, regardless of the number of units produced.B. increasing the number of units produced, regardless of the cost per unit.C. cutting overhead costs while maintaining or increasing the number of units produced.D. performing regularly scheduled maintenance on production equipment.Answer: C14. Product differentiation can offer a firm a competitive advantage because (35)A. it allows a firm to offer a unique product not being offered by competitors.B. it can reduce a product’s cost per unit.C. it reduces a firm’s dependence on one supplier for raw materials.D. imitating a competitor’s strategy is the surest way to be competitive.Answer: A15. Which of the following statements best characterizes the relationship between a firm’s HRMpractices and important outcome measures such as productivity, profits, and overall organizational performance? (36)A. HRM practices have little impact on such“hard measures” of organizational performance.B. Firms with progressive HRM practices tend to perform better on such hard measures oforganizational performance than those using less sound practices.C. Those firms that use sophisticated HRM practices tend to be only slightly less successful thanother firms.D. The more money a firms spends on salaries for HRM personnel, the more successful it willbe.Answer: B16. According to Jeffrey Pfeffer, a firm that adopts a program of employee participation andempowerment is most likely to generate (37)A. uncertainty among the workforce regarding job responsibilities.B. support from union leadership.C. a decline in short-term profits until the organization adapts to the change.D. a competitive advantage by increasing employee satisfaction and productivity.Answer: D17. According to the model linking HRM practices to competitive advantage discussed in chapter 1,which of the following HRM practices can have a direct effect on achieving competitive advantage?A. performance appraisalB. HR planningC. unionsD. workplace justice programsAnswer: A18. According to the model linking HRM practices to competitive advantage discussed in chapter 1,which of the following employee-centered outcomes is a direct result of implementing progressive HRM practices?A. employee retentionB. legal complianceC. employee competenceD. company imageAnswer: C19. Organizational citizenship concerns(40)A. an employee’s willingness to engage in work behaviors that are not usually specified in a jobB. the relative strength of an employee’s identification with and involvement in a particularorganization.C. the favorableness of an employee’s attitude toward his or her job.D. the tendency of an organization to be involved in the civic affairs of the community in whichit resides.Answer: A20. An employee is overheard saying“I think the company is doing the right thing by introducing thisnew product line. I hope I get the chance to work on it.” This statement most likely reflects the employee’s (41)A. organizational commitment.B. organizational citizenship.C. job satisfaction.D. self-efficacy.Answer: A21. Which of the following pairs of HRM practices is most likely to influence employeemotivation?(42)A. job analysis and HR planningB. selection and productivity improvement programsC. training and safety and health programsD. motivation is one of the few variables that cannot be improved using HR practices.Answer: B22. According to the model linking HRM practices to competitive advantage discussed in Chapter 1,how can one describe the relationship between organization-centered outcomes and employee-centered outcomes?A. organization-centered outcomes are believed to“cause” employee-centered outcomes.B. employee-centered outcomes are believed to“cause” organization-centered outcomes.C. both employee-centered and organization-centered outcomes are believed to have direct pathsto competitive advantage but no effect on each other.D. organization-centered outcomes are directly influenced by certain HRM practices, whileemployee-centered outcomes are not.Answer: B23. Which of the following strategies is not used by HR professionals to achieve cost leadership? (44)A. motivating workers to be more productive by introducing a productivity improvementprogram.B. developing a performance appraisal system that provides workers with the feedback necessaryto be more productive.C. introducing a new piece of equipment to improve worker efficiency.D. using a more efficient recruitment strategy to reduce the cost of hiring new workers.Answer: C24. The use of HRM practices can promote a sustained competitive advantage because(45)A. being the first to institute an innovative HR practice discourages a firm's competition.B. HR practices cannot be imitated.C. people are a firm’s most valuable resource.D. the organizational environment in which innovative HR practices are implemented can rarelyAnswer: D25. Which of the following HR practices is likely to have the greatest and most direct impact onachieving competitive advantage through product differentiation?A. compensationB. selectionC. job analysisD. performance appraisalAnswer: B。

Let us to see the mainieal for unit4Employee MotivationMainly of Unit41.Words2.Phrases3.Text AThis article wants to ask us employee motivation's important. From studying, I not only know motivation is important for emploees but also students we.Let me introduce what's the important of motivation why, how and so on……Words Phrases Text AWords1.psycho log ist: 心理学家（log-逻辑；-ist…家）2.Fulfill ment：满足（fulfill one’s promise兑现，实现诺言;eat one’s word失言）3.Seminar：专题讨论会（这个会是强调人很少的那种，然后meeting是大型会议，话题也各种各样）4.en hance:提高，美化（en large扩大，en rich丰富，en使之……）5.under estimate：低估（反义词：over estimate；estimate=evaluate估计，评估）6.di mini sh：减少，缩减{强调逐渐减少=cut down；di:区分，划分，缩减；mini:…过程(divide区分）}7.drama tically：鲜明地，显著地（—戏剧；这个词可以放在动词的前后；这个词通常描述图标fall down ~）Words Phrases 目录Text A过渡页Phrases1.strive for:to make a great effort to achieve sth.(the process is difficult)eg:The company must constantly strive for greater efficiency.2.touch a nerve:to mention sth. that makes sb. upset, angry, or embarrassed, especially accidentally（触动心弦）eg:They also touched a nerve of public anxiety.3.zoom into:to go into quickly(强调速度快并且是钻进去的)eg:The man zoomed into a car outside the bank and drove away.Words Phrases Text AText AMotivationgreatStarvingRecognition RewadsfamouseAll kinds of people's starving1.What's the employee motivation? The motivation is that you are eager and willing to do sth. without needing to be told or forced .2.What's motivation from?It comes from our basis needs, for example, from our most basis needs of food, clothing, shelter, safety, and security,to our more sophisticated needs of ego satisfaction and self-actualization实现, 现实化we are drived to fulfill these needs.From low level to high level, we must have motivation.3.The importance of recognition(1). It can send a powerful message that the recipient容易接受的is important. It can make us behave much better and more confidence.Recognition is a kind of incentive. Incentive than criticism and forced to the effect of much more effective(赞誉是一种激励。

剑桥商务英语高级模拟题2018年(2)(总分100,考试时间90分钟)Exercise 11. Company"s hierarchy of needs identifies **pensation as the key to employee motivation.A. 正确B. 错误2. Hygiene factors are work-related factors that will motivate and please employees.A. 正确B. 错误3. Equity theory suggests that an employee"s efforts are influenced by the expected outcome of those efforts.A. 正确B. 错误4. Negative reinforcement motivates employees by encouraging them to behave in a manner that avoids unfavorable consequences.A. 正确B. 错误5. **pensation plans that tie pay performance are intended to motivate employees to achieve high performance.A. 正确B. 错误6. A merit system allocates raises for all employees according to sales of the firm.A. 正确B. 错误7. An across-the-board system is appropriate when all employees deserve the same reward for their work.A. 正确B. 错误8. Open-book management encourages employees to make decisions and conduct tasks as if they were the firm"s owners.A. 正确B. 错误9. The techniques of motivation apply across countries.A. 正确B. 错误10. MBO (management by objectives) allows employees to participate in setting their goals and determining the manner in which **plete their tasks.A. 正确B. 错误Exercise 21. By ______ employees to properly perform the tasks they are assigned, management can maximize the firm"s value.A. motivatingB. threateningC. coercingD. manipulatingE. harassing2. Social interaction and acceptance by others are examples of ______A. physiological needs.B. esteem needs.C. safety needs.D. social needs.E. self-actualization needs.3. Needs that are satisfied with food, clothing and shelter are ailed ______ needs.A. safetyB. socialC. affiliationD. self-esteemE. physiological4. All of the following are methods used to enhance job satisfaction except ______A. employee involvement programs.B. Theory X management.C. job security.D. **pensation programs.E. flexible work schedules.5. Theory Z suggests that employees are more satisfied when ______A. they receive above-average pay raises.B. **pensation is consistent with their efforts.C. managers restrict the delegation of authority.D. they involved in decision making.E. appropriate hygiene factors are available.6. Which of the following theories of management suggests that workers will be motivated if they **pensated in accordance with their perceived contributions to the form?A. expectancy theoryB. equity theoryC. need theoryD. Theory YE. reinforcement theory7. The reinforcement theory that motivates employees by encouraging them to behave in a manner that avoids unfavorable consequences is ______ reinforcement.A. positiveB. neutralC. equityD. negativeE. expectancy8. In an across-the-board system, all employees receive similar ______.A. raises.B. job assignments.C. offices.D. work schedules.E. performance appraisals.9. Which of the following provides employees with various forms of compensation if specific performance goals are met?A. flextime programsB. job enlargementC. participative managementD. open-book managementE. incentive plans10. Which of the following is not a guideline for designing a **pensation system?A. align the system with business goalsB. align the system with specific goalsC. establish systems for rewarding employee seniorityD. set achievable goals for employeesE. allow employee input on **pensation system11. When employees evaluate their supervisors, the results are likely to be more meaningful if the appraisal is done ______A. verbally, with nothing put in writing.B. without supervisor"s knowledge.C. no more than once every two years.D. anonymously.E. only by employees who have known the supervisor for more than two years.12. Employees who serve in ______ positions provide assistance and support to employees who serve in line positions.A. secondaryB. nominalC. reserveD. nonlinearE. staffExercise 31. The document that specifies credentials necessary to qualify for the job position is a ______A. job specification.B. job description.C. job analysis.D. job evaluation.E. performance evaluation.2. A major responsibility of a human resources manager is to ______A. help each specific department recruit candidates for its open positions.B. conduct performance evaluations for all employees.C. establish the information system and local area network used by the firm"s employees.D. help select the members of top management who will serve on the firm"s board of directors.E. prevent formation of labor unions.3. The tasks and responsibilities of a job position are disclosed in a (n) ______A. job specification.B. indenture agreement.C. job description.D. organization chart.E. staffing report.4. The process used to determine the tasks and the necessary credentials for a particular position isreferred to as ______A. job analysis.B. job screening.C. human resources planning.D. human resources forecasting.E. recruiting.5. Human resources planning includes all of the following tasks except ______A. designing the **pensation package.B. performing job analysis.C. forecasting employment needs.D. recruiting.E. developing job description.6. If firms wish to avoid hiring during a temporary increase in production, they can offer ______ to existing workers.A. overtimeB. vocationsC. training programsD. affirmative actionE. orientation programs7. When a firm attempts to fill job openings with persons it already employs, it is engaging in: ______A. entrepreneurshipB. internal recruitingC. entrenchmentD. recruitingE. focused recruiting8. A (n) ______ is an assignment to a higher-level job with more responsibility and greater pay.A. transferB. lateral assignmentC. perquisiteD. upward appraisalE. promotion9. A firm"s human resources manager can obtain detailed information about the applicant"s past work experience through a (n) ______A. employment test.B. physical exam.C. interview.D. job analysis.E. orientation program.10. A step in the recruiting process that involves screening applicants is the ______A. training procedure.B. orientation procedure.C. upward appraisal.D. interview.E. probation period.11. If an employee receives a poor performance appraisal, the first action that should be taken is ______A. communicating the performance criteria to the employee.B. terminating the employee.C. determining the reasons for poor performance.D. suspending the employee.E. reassigning the employee.12. When firms allow employees to evaluate their supervisors, this process is known as a (n) ______A. management auditor.B. upward appraisal.C. forward appraisal.D. peer review.E. executive evaluation.Exercise 41. Employees need to be motivated as well as to have the proper skills to do their jobs.A. 正确B. 错误2. The motivation of employees is influenced by job satisfaction, or the degree to which employees are satisfied with their jobs.A. 正确B. 错误3. Self-actualization represents the need to fully reach one"s potential.A. 正确B. 错误4. Employee"s job satisfaction can increase when social interaction is allowed in the workplace.A. 正确B. 错误5. Bonuses are usually paid more frequently **missions.A. 正确B. 错误6. Incentive plans provide employees with various forms of compensation if they meet specific performance goals.A. 正确B. 错误7. Commissions are used for jobs where employee"s performance cannot be as easily measured.A. 正确B. 错误8. Across-the-board system allocates similar raises to all employees.A. 正确B. 错误9. Teamwork means a group of employees with varied job positions have the responsibility to achieve a specific goal.A. 正确B. 错误10. Merit system allocates raises according to performance (merit).A. 正确B. 错误。

知识工作者需要更好地管理Allan Alter知识工作者可以发挥更好，如果我们只知道如何管理他们，托马斯说，达文波特。

他的建议：不要对待他们的所有相同的，他们巧妙的措施。

他们不喜欢被告知该怎么做。

他们享有更多的自主权比其他工人。

他们的大部分工作是无形的，难以衡量，因为它内部的负责人或办公室以外的地方。

他们越来越多的美国劳动力，他们的技能是难以替代。

他们是知识型工人，他们的表现远远低于它们的潜力，因为公司仍然不知道如何管理他们，达文波特说，托马斯教授的信息技术和管理Babson学院，在韦尔斯利，马萨诸塞州与研究部主管为巴布森的行政教育课程。

“知识工人将成为主要力量确定哪些经济是成功的，哪些是没有，”他说。

“他们的主要增长源在大多数组织。

新的产品和服务，新的办法，市场营销，新的商业模式，所有这些来自于知识型工人。

所以，如果你想你的经济增长，您的知识工作者最好做了搞好。

”然而，在研究100多个公司和600名个人的知识型工人，达文波特已经得出的结论是，旧的格言雇用聪明的人，使他们本身的最佳途径获得最大的知识型工人。

正如他写在他的最新著作“思考的生活：如何获取更好的性能，结果知识工人” （哈佛商学院出版社，2005年7月），但知识型工人“不能被管理的传统意义上的总之，你可以进行干预，但是你不能这样做了繁重的手，分层的方式。

”执行编辑阿兰随后改变了达文波特的职业生涯从他的天，是一项开创性的思想家的业务流程重组和知识管理。

他会见了达文波特在他的办公室在巴布森学院的学校执行教育，以了解如何管理人员，CIO们尤其可以提高性能的这一关键部分的劳动力。

经过编辑的讨论如下。

CIO的洞察：你如何定义知识型员工？达文波特：人民，其主要工作是做一些知识：创建，分发，适用于它。

大多数时候，他们也有高度的教育或专业知识。

它们包括从地方四分之一到三分之一的劳动力，但不是每个人都谁使用知识。

如果您是挖沟渠，你可能有一些知识的工作，但不是主要目的，你怎么做。

激励员工英语作文Title: Motivating Employees in the Workplace。

In today's dynamic and competitive work environment,the importance of motivating employees cannot be overstated. Motivated employees are the driving force behind thesuccess of any organization. Therefore, it is imperativefor employers to understand the various methods and strategies they can employ to inspire and encourage their workforce. In this essay, we will explore several effective ways to motivate employees in the workplace.First and foremost, recognition and appreciation play a pivotal role in motivating employees. When employees feel valued and appreciated for their contributions, they are more likely to be engaged and motivated to perform at their best. This can be achieved through simple gestures such as verbal praise, employee recognition programs, or even small rewards such as certificates or gift cards. By acknowledging their efforts and achievements, employers cancreate a positive work environment where employees feel motivated to excel.Secondly, providing opportunities for growth and development is essential for motivating employees. Most individuals have a natural desire to learn and grow professionally. Therefore, employers should invest in training and development programs that enable employees to enhance their skills and knowledge. This can include workshops, seminars, online courses, or even tuition reimbursement for further education. When employees seethat their employer is invested in their growth and development, they are more likely to feel motivated and committed to their job.Moreover, fostering a culture of open communication can significantly impact employee motivation. When employees feel that their voices are heard and their opinions are valued, they are more likely to feel engaged and motivated in their work. Employers should encourage regular feedback sessions, team meetings, and one-on-one discussions to ensure that employees feel comfortable expressing theirthoughts and concerns. By promoting transparency and open dialogue, employers can create a supportive work environment where employees feel motivated to contribute their ideas and opinions.Additionally, providing meaningful work is crucial for motivating employees. Employees are more likely to feel motivated when they believe that their work has a purpose and contributes to the overall success of the organization. Employers should strive to align employees' roles and responsibilities with the company's mission and goals. This can be achieved by clearly communicating the company's vision, values, and objectives to employees and helping them understand how their work contributes to achieving these goals. When employees see the bigger picture and understand the impact of their contributions, they are more likely to feel motivated and engaged in their work.Furthermore, offering competitive compensation and benefits is essential for employee motivation. While money may not be the sole motivator, it is undoubtedly a significant factor in employee satisfaction and engagement.Employers should ensure that their employees are fairly compensated for their work and offer competitive benefits packages that meet their needs. This can include competitive salaries, performance-based bonuses, health insurance, retirement plans, and other perks such as flexible work arrangements or wellness programs. By providing competitive compensation and benefits, employers can attract and retain top talent and motivate employees to perform at their best.In conclusion, motivating employees is essential for the success of any organization. By recognizing and appreciating employees, providing opportunities for growth and development, fostering open communication, offering meaningful work, and providing competitive compensation and benefits, employers can create a motivating work environment where employees feel engaged, valued, and committed to their jobs. Ultimately, investing in employee motivation not only improves individual performance but also contributes to the overall success and profitability of the organization.。

Employee Motivation[2366 words/13239tokens]Part IWhat is Employee Motivation?1. Definition:Want to encourage and inspire motivation? You need to know what motivation is first. Motivation is an employee's intrinsic enthusiasm about and drive to accomplish activities related to work. Motivation is that internal drive that causes an individual to decide to take action.An individual's motivation is influenced by biological, intellectual, social and emotional factors. As such, motivation is a complex, not easily defined, intrinsic driving force that can also be influenced by external factors.Every employee has activities, events, people, and goals in his or her life that he or she finds motivating. So, motivation about some aspect of life exists in each person's consciousness and actions.The trick for employers is to figure out how to inspire employee motivation at work. To create a work environment in which an employee is motivated about work, involves bothintrinsically satisfying and extrinsically encouraging factors. Employee motivation is the combination of fulfilling the employee's needs and expectations from work and the workplace factors that enable employee motivation - or not. These variables make motivating employees challenging.Employers understand that they need to provide a work environment that creates motivation in people. But, many employers fail to understand the significance of motivation in accomplishing their mission and vision. Even when they understand the importance of motivation, they lack the skill and knowledge to provide a work environment that fosters employee motivation.Here are thoughts about encouraging and inspiring employee motivation at work.2. Factors to Encourage MotivationThese are some of the factors that are present in a work environment that many employees find motivating.Management and leadership actions that empower employees,Transparent and regular communication about factors important to employees,Treating employees with respect,Providing regular employee recognition,Feedback and coaching from managers and leaders,Above industry-average benefits and compensation,Providing employee perks and company activities, andPositively managing employees within a success framework of goals, measurements, and clear expectations.Part IIHow Great Managers Motivate Their EmployeesWhat can managers do to motivate employees? The reality, when you talk about how to motivate employees, is that employees are motivated. The manager's challenge is to figure out how to tap into that motivation to accomplish work goals. Fortunately, the manager controls the key environmental factors necessary to motivate employees.The most significant factor, that the manager controls, is his or her relationship with each employee. The second most important factor in a manager's ability to motivate employees is creating a work environment and organizational culture that fosters employee motivation and engagement. Here's how managers can motivate employees.Seven Ways Managers Can Motivate Employees - TodayNo matter what kind of work environment and culture your organization provides to support your ability to motivate employees, you can directly affect employee motivation. You can create an environment that will motivate employees.You can take actions every day that will increase employee satisfaction. These are seven key actions you can take to motivate employees - today.Employee motivation is a continuing challenge at work. Particularly in work environments that don't emphasize employee satisfaction as part of an embraced and supported overall business strategy, supervisors and managers walk a tough road.On the one hand, they recognize their power in drawing forth the best employees have to offer; on the other, they feel unsupported, rewarded or recognized themselves for their work to develop motivated, contributing employees.My word to managers? Get over it. No work environment will ever perfectly support your efforts to help employees choose motivated behaviors at work. Even the most supportive workplaces provide daily challenges and often appear to operate at cross purposes with your goals and efforts to encourage employee motivation.The worst workplaces for employees? Let's not even go there. They struggle to engage a fraction of their employees' motivation and desire to contribute. They never obtain their employees' discretionary energy（可自由支配的能量）.No matter what climate your organization provides to support employee motivation, you can, within the perimeters of your areas of responsibility, and even beyond, if you choose to extend your reach, create an environment that fosters and calls forth motivation from employees.First Two Opportunities to Influence Employee MotivationYou can, daily, take actions that will increase employee satisfaction. Recommended are actions that employees say, in a recent Society for Human Resources Management (SHRM)survey, are important to their job satisfaction.Management actions in these areas will create a work environment conducive to employee motivation.Additionally, in determining the areas in which to provide employee motivation tips, here are key ideas from readers about how to increase employee motivation and employee job satisfaction.Four of the five most important considerations in employee motivation: job security, benefits (especially health care) with the importance of retirement benefits rising with age of the employee, compensation/pay, and safety in the work environment are discussed in an article that addresses issues that are company-wide and rarely in the hands of an individual manager or supervisor.Specific Actions to Increase Employee MotivationThese are seven consequential ways in which a manager or supervisor can create a work environment that will foster and influence increases in employee motivation - quickly.(1) Communicate responsibly and effectively any information employees need to perform their jobs most effectively.【Why？】Employees want to be members of the in-crowd, people who know what is happening at work as soon as other employees know. They want the information necessary to do their jobs. They need enough information so that they make good decisions about their work.【How？】Meet with employees following management staff meetings to update them about any company information that may impact their work. Changing due dates, customer feedback, product improvements, training opportunities, and updates on new departmental reporting or interaction structures are all important to employees. Communicate more than you think is necessary.Stop by the work area of employees who are particularly affected by a change to communicate more. Make sure the employee is clear about what the change means for their job, goals, time allocation, and decisions.Communicate daily with every employee who reports to you. Even a pleasant good morning• enables the employee to engage with you.Hold a weekly one-on-one meeting with each employee who reports to you. They like to know that they will have this time every week. Encourage employees to come prepared with questions, requests for support, troubleshooting ideas for their work, and information that will keep you from being blindsided or disappointed by a failure to produce on schedule or as committed.(2) Employees find interaction and communication with and attention from senior and executive managers motivational.In a recent study by Towers Perrin (now Towers Watson), the Global Workforce Study which included nearly 90,000 workers from 18 countries, the role of senior managers in attracting employee discretionary effort exceeded that of immediate supervisors.Communicate openly, honestly and frequently. Hold whole staff meetings periodically, attend department meetings regularly, and communicate by wandering around work areas engaging staff and demonstrating interest in their work.Implement an open door policy for staff members to talk, share ideas, and discuss concerns.Make sure that managers understand the problems that they can and should solve will be directed back to them, but it is the executive's job to listen.Congratulate staff on life events such as new babies, inquire about vacation trips, and askabout how both personal and company events turned out. Care enough to stay tuned into these kinds of employee life events and activities.More Actions to Increase Employee Motivation -today(3) Provide the opportunity for employees to develop their skills and abilities. Employees want to continue to develop their knowledge and skills. Employees do not want jobs that they perceive as no-brain drudge work.Allow staff members to attend important meetings, meetings that cross functional areas, and that the supervisor normally attends.Bring staff to interesting, unusual events, activities, and meetings. It’s quite a learning experience for a staff person to attend an executive meeting with you or represent the department in your absence.Make sure the employee has several goals that he or she wants to pursue as part of every quarter’s performance development plan(PDP). Personal development goals belong in the same plan.Reassign responsibilities that the employee does not like or that are routine. Newer staff, interns, and contract employees may find the work challenging and rewarding. Or, at least, all employees have their turn.Provide the opportunity for the employee to cross-train in other roles and responsibilities.Assign backup responsibilities for tasks, functions, and projects.(4) Employees gain a lot of motivation from the nature of and the work itself. Employees seek autonomy and independence in decision making and in how they approach accomplishing their work and job.Provide more authority for the employee to self-manage and make decisions. Within the clear framework of the PDP and ongoing effective communication, delegate decision making after defining limits, boundaries, and critical points at which you want to receive feedback.Expand the job to include new, higher level responsibilities. Assign responsibilities to the employee that will help him or her grow their skills and knowledge. Stretching assignments develop staff capabilities and increase their ability to contribute at work. (Remove some of the time-consuming, less desirable job components at the same time, so the employee does not feel that what was delegated was “more” work.)Provide the employee a voice in higher level meetings; provide more access to important and desirable meetings and projects.Provide more information by including the employee on specific mailing lists, in company briefings, and in your confidence.Provide more opportunity for the employee to impact department or company goals, priorities, and measurements.Assign the employee to head up projects or teams. Assign reporting staff members to his or her leadership on projects or teams or under his or her direct supervision.Enable the employee to spend more time with his or her boss. Most employees find this attention rewarding.(5) Elicit and address employee concerns and complaints before they make an employeeor workplace dysfunctional. Listening to employee complaints and keeping the employee informed about how you are addressing the complaint are critical to producing a motivating work environment. (These are employee complaints that readers identify as regularly occurring in their workplaces.)Even if the complaint cannot be resolved to the employee’s satisfaction, the fact that you addressed the complaint and provided feedback about the consideration of and resolution of the complaint to the employee is appreciated. The importance of the feedback loop in addressing employee concerns cannot be overemphasized.Keep your door open and encourage employees to come to you with legitimate concerns and questions.Always address and provide feedback to the employee about the status of their expressed concern. The concern or complaint cannot disappear into a dark hole forever. Nothing causes more consternation for an employee than feeling that their legitimate concern went unaddressed.(6) Recognition of employee performance is high on the list of employee needs for motivation. Many supervisors equate reward and recognition with monetary gifts. While employees appreciate money, they also appreciate praise, a verbal or written thank you, out-of-the-ordinary job content opportunities, and attention from their supervisor.Write a thank you note that praises and thanks an employee for a specific contribution in as much detail as possible to reinforce and communicate to the employee the behaviors you want to continue to see.Verbally praise and recognize an employee for a contribution. Visit the employee in his or her work space.Give the employee a small token of your gratitude. A card, their favorite candy bar, a cutting from a plant in your office, fruit for the whole office, and more, based on the traditions and interaction in your office, will make an employee’s day.(7) Employees appreciate a responsive and involved relationship with their immediate supervisor.Avoid cancelling regular meetings, and if you must, stop by the employee’s work area to apologize, offer the reason, and immediately reschedule. Regularly missing an employee meeting send a powerful message of disrespect.Talk daily with each employee who reports to you. The daily interaction builds the relationship and will stand for a lot when times are troubled, disappointments occur, or you need to address employee performance improvement.The interaction of an employee with his or her immediate supervisor is the most significant factor in an employee's satisfaction with work. Practice just listening. Encourage the employee who brings you an idea or improvement. Even if you think the idea won't work, that the idea has been unsuccessfully tried in the past, or you believe your executive leadership won't support it, this is not what the employee wants to hear from the supervisor.And, it's not in your best interests for employee motivation to put the kibosh on employee contributions and ideas. You'll tick them off, deflate them, and make their thoughts insignificant.Think creatively about how you can explore the idea, support the employee in his or herquest to try out the innovation, provide time for experimentation, and more. Encouragement brings payback in positive employee motivation.Remember that your nonverbal communication communicates more expressively than the words you use to convey your honest response to employee thoughts, concerns, andsuggestions. Pay attention, ask questions to further elicit information, and focus onunderstanding the employee's communication. Lose your reactions: shrugged shoulders,rolling eyes, or partial attention are insulting and degrading.The supervisor's relationship to reporting staff is the single most important factor in employee retention. Stay on top of what your staff needs and wants to provide a work environment for employee motivation.Employee motivation is a common interest from supervisors and managers who are responsible to oversee the work of other employees. You can increase your efforts to improve employee motivation. The big seven actions and behaviors that you can make happen every day for employee motivation are covered in this article.I'm willing to make a serious bet that, if you pay constant attention to these significant factors in employee motivation, you'll win with motivated, excited, contributing employees. Can work get any better than that for a manager or supervisor?。

Employee Engagement vs Satisfaction vs MotivationEmployee engagement is hot at the moment. All companies are realizing that an employee who is engaged is a productive employee. But what is the meaning of employee engagement? How does it differ from employee motivation, or even employee satisfaction? In order to understand the differences, we must firstunderstand each scenario:Employee motivation is about getting something in return for their efforts.Employees are motivated by the prospect of getting a bonus, perk, benefit orrecognition. They may even be motivated to take on more responsibilities and get promoted. They are motivated by personal gain and may not always do what is best for the company. Motivated – yes. Engaged – no.Employee satisfaction deals with happiness. Are employees happy at work? Are they getting what they want, such as desired salary, perks, etc.? Consider the employee who comes to work each morning and leaves immediately at quitting time, the one that asks the question, “What’s in it for me?” Satisfied – yes.Engaged – no.Employee engagement is a whole different attitude. It measures two basicthings: Affiliation– are employees connecting with the company,and Effort: are employees working harder than expected? An employee who is engaged is proud of the organization he or she works for and will go above and beyond what is simply required of them in order to see their organization succeed.Both the motivated employee and the satisfied employee can be excellentperformers. In fact, these employees aren’t doing anything wrong. They areperforming at the level that is expected of them by the company. But theyaren’t engaged. An engaged employee is going to work toward moving thebusiness to the next level; an engaged employee will ask, “What is in it for us?”So, the million-dollar question must be asked: How do we engage our employees?How do we inspire our employees to work harder and become more proud of the company they work for?The first thing we need to do is measure the existing engagement level of the organization, and, more importantly, analyze the data to find the potential impact of each engagement driver. Knowing where the company is and what drivesengagement in that particular company is key to moving forward successfully.Engagement drivers differ from culture to culture, from country to country, and even from company to company. You need to have a firm understanding of what engages your employees. Therefore, it is important that you:•Have a robust measurement of engagement.•Use rigorous statistical analysis to identify root causes that impact engagement, not just root causes with lowest scores.•Provide all managers with reports that allow them to analyze their area of responsibility, including sub-units reporting to them.•Make your manager feedback process thorough and action-oriented; require reporting of action plans.•Make employee engagement a business goal.•Utilize a demographic data analysis tool to spot issues with certain categories of managers and employees.•Incorporate a Human Capital Metric into the scorecard in order to show managers where they stand against others in terms of successful engagement of their direct reports.•Reward achievement and improvement.Once the drivers of engagement are known in an organization, making changes that drive employee engagement should be a priority. Although surveys andsurvey data by themselves do not “do anything,” change without data is highly unlikely. Knowing the difference between an engaged employee and a simply motivated or satisfied one is important, but knowing what drives engagement in your particular organization is what will make the difference in propelling your organization to the next level.。

《管理学原理》习题库第一讲管理总论习题：1．什么是管理？如何理解协调是管理的本质？试对管理大师们关于管理的定义作一评价。

2. 管理的基本职能有那些？它们之间的关系如何？3．学习和掌握管理二重性的重要意义？4．管理者在组织中扮演那些角色？这些角色与不同层次的管理者有怎样的关系？5．管理者胜任管理工作应具备哪些基本技能？6．组织与环境的关系？管理与环境的关系？7．了解管理学的学科背景，举例说明管理学与其他相关学科的关系。

8. 简述效率与效果的区别，请你举例说明如何实现以最高的效率达到最好的效果？9. 从事管理工作的人就是管理者吗？在你所在的组织中，哪些是管理者？哪些是操作者？10. 想一想学校里的校长、系主任（或院长）、班主任主要做哪些事情？他们的工作有共同之处吗？11. 结合实际，谈谈如何扮演好管理者的角色。

12. 管理者应具备哪三大技能？13. 组织的三个基本特征是什么？14. 为什么说管理既是科学又是艺术？15. 人们学习管理是为了当管理者吗 ?16．人本管理的内容有哪些？17．系统原理的内容是什么？管理者可以从系统原理中得到哪些启示？18．如何理解人本原理？19．管理活动为何要遵循效益原理？20．如何理解权变原理？21．整分合原理的内容是什么？22．管理者可以从效率与公平原理中得到什么启示？23．如果理解可持续发展原理？第二讲管理思想的演进习题：1．泰罗的科学管理理论的主要内容有哪些？为什么说泰罗是“科学管理之父”？2．人际关系学说的主要论点有哪些？3. 结合你身边的企业的例子谈谈哪些做法是符合科学管理思想的？4．法约尔提出了哪些管理职能和管理原则？5．韦伯的官僚制组织的基本特征是什么？6. 梅奥的人际关系思想与泰勒的科学管理思想有何区别？7. 结合实际谈谈法约尔的 14 条原则中的哪些原则在今天依然是有效的。

8. 行为科学研究的主要内容是什么？9. 试比较你的父亲和母亲在管理家庭上所持的管理思想。